Close Your Eyes and Think Of...

...the most positive leader you've ever worked with...

What made them so special?

What did they do that made them different from the others?

It's Not About Spreadsheets
I've never heard anyone say the most influential leader they ever worked with was an expert with spreadsheets. Nor, have I ever heard that the best-leader-ever had mastered the budgeting process, new ATS, or wrote the finest policies and procedures.

Those things need to get done, but candidly, have absolutely nothing to do with world class leadership.

They Have "It"
So, what do those leaders have that separate them from so many others who aspire to be effective? When I've given keynote addresses I ask the audience this question and I get the same answers every time:

Those "it" leaders...
- listen
- support their people
- are not arrogant or condescending
- trust
- mentor
- are patient
- understand errors and use them to coach not chastise
- take the blame for their team
- check their ego at the door
- understand that their team is made up of people, not robots
- practice humility consistently

How About You
As you consider your leadership trajectory, and all of those influencers that have shaped you along the way, are you living up to the best-leader-ever label?

Perhaps this will help...fast forward five years into the future and imagine that one of your current team members is asked who the best-leader-ever was in their life.

Will they think of you?

I'd love to hear from you. 

No Excuses.  

Leave Me Alone, I Know What I'm Doing

"Arrogance destroys the valuable, and absolutely essential relationships a leader has with other team members. Even more devastating is the feeling arrogant behavior creates in others. People have no desire or motivation to follow an arrogant leader." 
- Peter Barron Stark

Landing The Big Job
There is something very exciting, and candidly hard to describe, about starting a new job, particularly one that is much bigger than the previous one. The exhiliration, the opportunity, and the pressure to perform all coalesce into one big burst of energy.

In most cases, new leaders struggle a bit in the beginning, not because they lack the skill set necessary to do the job; but, because they simply try too hard to prove they are worthy.

This is a dangerous misstep if they take things too far.

Consider these important points:
- the organization survived and thrived long before you arrived
- make sure you understand the effort, risks, and courageous moves that have been made prior to your arrival
- moving too quickly, in word or deed, can jeopardize your credibility very quickly 

Remember, you are new...not all powerful. You are being evaluated at every turn.

Go Slow To Go Fast
I learned a valuable lesson when I worked for Johns Hopkins when the new CEO joined the organization in Baltimore. He is passionate about leadership, and leadership behavior. During his first six months on the job, he did one very important thing...

...he listened and learned.

He told me that he was not there to change the culture, or fix something. He was there to take that incredible organization forward in new and exciting ways. 

But he had to learn about the organization first, and take action second.

That my friends, is a very different philosophy than acting like an arrogant know-it-all savior that has just arrived to solve all of the problems in an organization.

How About You
Who do you know that is talented, motivated, and excited to make a real difference? Are they moving a bit too fast? Perhaps it's time to pull them aside and provide the coaching those of us who've been at this a while can provide?

I'd love to hear from you.

No Excuses.

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The House of Shame

For every time I didn't speak up...

shame.

For every time I didn't challenge the bigot...

shame.

For every time I had that sinking feeling in my stomach but remained still...

shame.

For every time a leader crossed the line and I looked away...

shame.

For every time the group went too far...

shame.

For every time I heard my conscience question, but I didn't answer...

shame.

And for everything I've learned from failing so long ago...

thank you. I am no longer silent.

I'd love to hear from you.

No Excuses.


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inspiration

The Threat is Real

For as long as I can remember I wanted to be in leadership roles. More than that, I chose leadership roles...or they chose me...from a very early age. Full credit goes to my parents, both leaders in their professional lives who instilled that passion, and responsibility in me.

There was only one path for me.

Wanting vs Earning
Despite my desire to move as rapidly through the ranks as possible, I learned another lesson very quickly once I entered the workforce. Leadership opportunities are earned. They are not an entitlement...have little to do with academic background...and have absolutely nothing to do with a new generation promoting that they are different somehow. (tip: every generation is the same...we all want decent jobs, working for decent leaders, and to have some time for our personal lives too. Sorry to blow the cover on the myriad stories that shed 'insight' into Gen X, Y, Z, etc.)

So, the realization for me was that I became laser-focused on what was necessary to earn a leadership opportunity. 

Laser-focused...albeit in an unconventional way.

Barriers
As I reflect back on the biggest challenges I faced along the way it is obvious they boiled down to one major category. It was clearly the most detrimental threat to my journey, and sadly continues to get in the way today.

What was this problem?

Me. I was the threat.

How About You
There is a fix for this persistent threat:  taking action. If I've learned anything over the years it is that I must continue to push, take risks, and recognize that I'm going to stumble (sometimes quite publicly) in order to overcome my own weaknesses.

We can't be good at everything, but we can constantly improve if we're willing to make decisions, learn, and continue moving forward. It's not easy though is it?

I'd love to hear from you.

No Excuses.

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Bringer of Light

Who are you learning from? Who is the leader that you connect with the most as your mentor, guide, or example that you aspire to live up to? Please don't say that you don't need a mentor, or that you no longer need to learn. If that's truly how you feel I wish you nothing but the best (as your career spirals down the drain.)

My View

For me personally I am starving for more...whether it's insight into the RPO industry...getting to know my colleagues better...understanding how to best juggle a life that is literally split between three states...or figuring out the best way to push harder and faster than everyone is comfortable with me doing.

I hate feeling comfortable...that typically means leaders are talking big and running scared at the same time. Leaders who run scared are absolutely useless....don't you think?

Leading

I find it odd that the more senior leaders become, the more they convince themselves that they have it all figured out. 

Perhaps it's counter-intuitive, but as one's scope expands dramatically doesn't that mean the amount of learning necessary is exponentially higher?

Admitting that we need to learn is not a sign of weakness. Rather, it sends a signal to our teams that learning is what leaders do. Confidently learning is far different than having an a know-it-all swagger.

Are you with me?

How About You

So who are you learning from? Is it someone in your company...your CEO...a member of your team with specialized knowledge...or perhaps a member of your Personal Board of Directors?

Keep learning. When you do...your leadership will rise above the noise and make a real difference.

I'd love to hear from you.

No Excuses.



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Succession Failing in Three Easy Steps

Change is good. If it's a change for the better. Are you with me? The world of work is changing so rapidly that I'll be honest...sometimes I barely have enough time to process the changes taking place, let alone evaluate whether or not they're actually good for my company.

Change Requires Leadership
One of the changes that seems to be on the rise in the world of work is new leaders emerging, experienced leaders moving on, and at some level a renewed sense of confidence that the economic disaster of the last few years is actually moving from the present to the past.

Those changes, at least at face value seem to be good, right?

In taking a closer look at leadership changes however, several key issues quickly emerge that must be addressed if change is going to be successful.

1. Are the new leaders experienced enough to lead your organization through the upheaval that significant change triggers?

Simply being excited about a new role, and maybe even bending the CEOs ear regularly does not equate with being effective. That can actually be disruptive. Leaders, now more than ever, need to think beyond their circle of contacts and team members and stay focused on the organization in it's totality. Not an easy task, but absolutely essential if the new leader is going to be taken seriously and get the results they need to produce.

2. Are the new leaders willing to listen to their colleagues vs. bulldozing their way to the perceived goal?

A common pitfall for new leaders, particularly at high levels, is that they feel tremendous pressure to prove their value and that they deserved to be placed in their new position. What they so often miss is the incredible opportunity to listen and learn from their peers, direct reports, and external network. 

Showing others that you are open to feedback and will adjust your approach based on the trust you have in the team builds far more credibility than forcing an initiative through without engaging those around. After all, the people are the ones that execute our plans!

3. Are the leadership transitions in the organization done thoughtfully, or is it a free-for-all?

Infusing companies with fresh ideas and new energy is always a good idea. The challenge for companies today is to balance the changing of the guard with the perception that change is occurring simply to change.  

Moving out leaders who no longer embrace the vision or culture of an organization is not only recommended, it is expected. Caution must be exercised however to ensure there isn't a hidden agenda behind those transitions.

How About You
What do you see happening in your company? Is the succession process morphing into a tornado of change; or, are the changes you're making helping your organization become the best of the best? Remember, changes for the best are always good ideas.

I'd love to hear from you.

No Excuses.



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